Renée Mauborgne

SPEAKING FEE RANGE ** Please note that while this speaker’s specific speaking fee falls within the range posted above (for Continental U.S. based events), fees are subject to change. For current fee information or international event fees (which are generally 50-75% more than U.S based event fees), please contact us.$50,000 to $75,000

Co-author of one of the most influential business publications ever written, Renée Mauborgne teaches strategy at the prestigious INSEAD, the world’s second largest business school. Her research-based best-selling book Blue Ocean Strategy centers on building success by creating new markets rather than competing against other companies for existing customers. To date the book, which has been translated into 43 languages, has sold over 3.5 million copies.

Mauborgne has the distinction of being one of the most honored women within the business world. Along with her colleague and coauthor, W. Chan Kim, the pair has ranked number 2 on the Thinkers50 list of the World’s top management gurus in 2011 and 2013. They are winners of the Thinkers50 2011 Strategy Award and the 2014 Carl S. Sloan Award for Excellence from the Association of Management Consulting Firms due to the impact their management research has made on the global consulting industry. In regard to her teaching, Mauborgne has been ranked among the best 50 business schoolteachers in the world by Fortune.com and one of the top five by MBA rankings.

Currently she co-directs INSEAD’s Blue Ocean Strategy Institute where she continues to pioneer academic research efforts in the fields of strategy and management.

Full Profile

Renée Mauborgne is The INSEAD Distinguished Fellow and a professor of strategy at INSEAD, the world’s second largest business school. She is also Co-Director of the INSEAD Blue Ocean Strategy Institute. She was born in the United States.

Mauborgne is a member of President Barack Obama’s Board of Advisors on Historically Black Colleges and Universities (HBCUs). She is also a Fellow of the World Economic Forum.

Mauborgne has published numerous articles on strategy and management which can be found in The Academy of Management Journal, Management Science, Organization Science, Strategic Management Journal, Administrative Science Quarterly, Journal of International Business Studies, Harvard Business Review, Sloan Management Review, and others. She also has published numerous articles in The Wall Street Journal, The Wall Street Journal Europe, The New York Times, and The Financial Times, among others.

Mauborgne is the co-author of Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant (Harvard Business School Press). Blue Ocean Strategy has sold over 3.5 million copies and is being published in a record-breaking 43 languages. It is a bestseller across five continents. Blue Ocean Strategy has won numerous awards including “The Best Business Book of 2005″ Prize at the Frankfurt Book Fair. It was also selected as a “Top Ten Business Book of 2005″ by Amazon.com, and as one of the 40 most influential books in the History of the People’s Republic of China (1949-2009) along with Adam Smith’s The Wealth of Nations and Milton Friedman’s Free to Choose.

Mauborgne ranked No. 2 in The Thinkers50 listing of the World’s Top Management Gurus, in 2011 and 2013. She is the highest placed woman ever on Thinkers50. In 2014, Mauborgne, along with her colleague W. Chan Kim, received the Carl S. Sloane Award for Excellence from the Association of Management Consulting Firms due to the impact their management research has made on the global consulting industry. She also won the 2011 Thinkers50 Strategy Award. Mauborgne was selected for the 2011 Leadership Hall of Fame by Fast Company magazine and as one of the World’s 50 Best Business School Professors in 2012 by Fortune.com. She was also named among the world’s top five best business school professors in 2013 by MBA Rankings.

Mauborgne received the Nobel Colloquia Prize for Leadership on Business and Economic Thinking 2008 and is the winner of the Eldridge Haynes Prize, awarded by the Academy of International Business and the Eldridge Haynes Memorial Trust of Business International, for the best original paper in the field of international business. She is the winner of the Prix DCF 2009 (Prix des Dirigeants Commerciaux de France 2009) in the category of “Stratégie d’entreprise.” L’Expansion named Mauborgne along with her colleague W. Chan Kim as “the number one gurus of the future.” The Sunday Times (London) called them “two of Europe’s brightest business thinkers,” and noted, “Kim and Mauborgne provide a sizeable challenge to the way managers think about and practice strategy.” The Observer called Kim and Mauborgne, “the next big gurus to hit the business world.” She won the 2007 Asia Brand Leadership Award. Mauborgne is the winner of several Case Centre awards including “All-Time Top 40 Bestselling Cases” in 2014, “Best Overall Case” in 2009 across all disciplines and “Best Case in Strategy” in 2008.

Mauborgne co-founded the Blue Ocean Strategy Network (BOSN), a global community of practice on the blue ocean strategy family of concepts that they created. BOSN embraces academics, consultants, executives, and government officers.

Renée Mauborgne Speaker Videos

Strategy professor Renée Mauborgne communicates the findings of her research, which ties companies’ successes and failures to their marketing strategies. She reports that there is indeed a pattern between the companies’ strategies and their results. Distinguishing between companies that operated in red oceans, already existing markets, and companies that took steps to carve out new markets, blue oceans, Mauborgne delivers some significant news.

“Companies that were market competing, what they did was they took the structure of their industry for granted. It’s tough. And they built their strategy based on it,” she summarizes. “But companies that created new markets, created blue oceans, they said I am going to have my strategy shape the structure of my environment, because industry structures are not given. They are not a product of nature. They are a product of our minds. We have created them.”

Renée Mauborgne: World Brand Congress

Speeches / Speaking Engagements

Scholar Renée Mauborgne draws from her decades of research at INSEAD, the world’s second largest business school to report the latest trends and findings in marketing, business strategy, management, and innovation. She uses multiple examples from well-known companies to illustrate key concepts, making her presentations friendly and interesting even to those who normally might shy away from academic economics.

Renée tailors each presentation to the needs of her audience and is not limited to the topics we have listed below. These are subjects that have proven valuable to customers in the past and are meant only to suggest her range and interests. Please ask us about any subject that interests you; we are sure that we can accommodate you.

How to build businesses with fans, not just customers
How is it that some companies are able to innovate and create products and services that really break the mold? Much time and energy is spent on managing known businesses and me-too products, yet Renée Mauborgne and her colleague Chan Kim’s research shows that the small 14% of firms that Value Innovate capture 36% of revenues and 63% of profits in their markets. ‘Value Innovation’ is their term for the strategic moves they’ve identified that capture ‘blue ocean market space’—new, untapped market space free of competition. So what do great innovative brands like Southwest Airlines and Swatch have in common? What do they do differently and what can we learn from them?

In this presentation, Renée Mauborgne identifies 6 paths to Value Innovation and creating new market space:

Assess your product not only compared to your competitors but also compared to alternatives for your customer. Southwest airlines decided its competition was the car and not other airlines and developed its offer accordingly.

Don’t just look at competition in your market segment but look at what other segments are offering. Formule 1 hotels offered 2 star cleanliness, quiet and comfort at 1 star prices, cutting out the other unnecessary frills.

Every product has users, purchasers and influencers. Why not target a different category from your competitors ? Canon won copier market share from Xerox by focusing on the end user rather than corporate purchasing departments.

Define your product and services differently from competition. Branson added ground transport to his air transport offer while Dyson went beyond vacuuming to remove the hassle of finding the right bag.

Flip your industry from functional to emotional—or vice versa. Swatch took the watch industry from functional to fashion, while the Body shop took away the glitter, going back to simple basics.

Integrate the time factor: how will current trends affect the industry and what does your business need to do differently in the future? Everyone in the room agreed that eliminating ironing had to be a big idea with the current irreversible trend to working families!

Once you have come up with new business ideas, how can you judge which may be the winner? First, you have to be able to sell it in three minutes! Second, the customer must have a compelling reason to buy it, and be able to afford the price you set. Third, can you execute it and make money from it?

Renée then explains why fair process is important in ensuring that everyone in the organization supports innovative new ideas, since resistance to change comes mostly from within. She outlines a process for ensuring acceptance and rapid execution of new initiatives by instituting fair process in cross-functional teams.

Other Topics Include:

Blue Ocean Strategy

Knowing a Winning Business Idea When You See One

Innovation—The Key-Driver of Growth

Value Innovation—How to Make It Happen

Wealth Creation

* Please note that while this speaker’s specific speaking fee falls within the range posted above (for Continental U.S. based events), fees are subject to change. For current fee information or international event fees (which are generally 50-75% more than U.S based event fees), please contact us.

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Blue Ocean Strategy: How To Create Uncontested Market Space And Make The Competition Irrelevant
The global phenomenon, embraced by business worldwide and now published in more than 40 languages.

This international bestseller challenges everything you thought you knew about the requirements for strategic success.

Since the dawn of the industrial age, companies have engaged in head-to-head competition in search of sustained, profitable growth. They have fought for competitive advantage, battled over market share, and struggled for differentiation. Yet, as this influential and immensely popular book shows, these hallmarks of competitive strategy are not the way to create profitable growth in the future.

In the international bestseller Blue Ocean Strategy, W. Chan Kim and Renée Mauborgne argue that cutthroat competition results in nothing but a bloody red ocean of rivals fighting over a shrinking profit pool. Based on a study of 150 strategic moves (spanning more than 100 years across 30 industries), the authors argue that lasting success comes not from battling competitors, but from creating "blue oceans"—untapped new market spaces ripe for growth. Such strategic moves, which the authors call “value innovation,” create powerful leaps in value that often render rivals obsolete for more than a decade.

Blue Ocean Strategy presents a systematic approach to making the competition irrelevant and outlines principles and tools any company can use to create and capture their own blue oceans. A landmark work that upends traditional thinking about strategy, this bestselling business book charts a bold new path to winning the future.

Renée tailors each presentation to the needs of her audience and is not limited to the topics we have listed below. These are subjects that have proven valuable to customers in the past and are meant only to suggest her range and interests. Please ask us about any subject that interests you; we are sure that we can accommodate you.

How to build businesses with fans, not just customers
How is it that some companies are able to innovate and create products and services that really break the mold? Much time and energy is spent on managing known businesses and me-too products, yet Renée Mauborgne and her colleague Chan Kim’s research shows that the small 14% of firms that Value Innovate capture 36% of revenues and 63% of profits in their markets. ‘Value Innovation’ is their term for the strategic moves they’ve identified that capture ‘blue ocean market space’—new, untapped market space free of competition. So what do great innovative brands like Southwest Airlines and Swatch have in common? What do they do differently and what can we learn from them?

In this presentation, Renée Mauborgne identifies 6 paths to Value Innovation and creating new market space:

Assess your product not only compared to your competitors but also compared to alternatives for your customer. Southwest airlines decided its competition was the car and not other airlines and developed its offer accordingly.

Don’t just look at competition in your market segment but look at what other segments are offering. Formule 1 hotels offered 2 star cleanliness, quiet and comfort at 1 star prices, cutting out the other unnecessary frills.

Every product has users, purchasers and influencers. Why not target a different category from your competitors ? Canon won copier market share from Xerox by focusing on the end user rather than corporate purchasing departments.

Define your product and services differently from competition. Branson added ground transport to his air transport offer while Dyson went beyond vacuuming to remove the hassle of finding the right bag.

Flip your industry from functional to emotional—or vice versa. Swatch took the watch industry from functional to fashion, while the Body shop took away the glitter, going back to simple basics.

Integrate the time factor: how will current trends affect the industry and what does your business need to do differently in the future? Everyone in the room agreed that eliminating ironing had to be a big idea with the current irreversible trend to working families!

Once you have come up with new business ideas, how can you judge which may be the winner? First, you have to be able to sell it in three minutes! Second, the customer must have a compelling reason to buy it, and be able to afford the price you set. Third, can you execute it and make money from it?

Renée then explains why fair process is important in ensuring that everyone in the organization supports innovative new ideas, since resistance to change comes mostly from within. She outlines a process for ensuring acceptance and rapid execution of new initiatives by instituting fair process in cross-functional teams.

Strategy professor Renée Mauborgne communicates the findings of her research, which ties companies’ successes and failures to their marketing strategies. She reports that there is indeed a pattern between the companies’ strategies and their results. Distinguishing between companies that operated in red oceans, already existing markets, and companies that took steps to carve out new markets, blue oceans, Mauborgne delivers some significant news.

“Companies that were market competing, what they did was they took the structure of their industry for granted. It’s tough. And they built their strategy based on it,” she summarizes. “But companies that created new markets, created blue oceans, they said I am going to have my strategy shape the structure of my environment, because industry structures are not given. They are not a product of nature. They are a product of our minds. We have created them.”